Training, Teaching and Learning Materials (TTLM)

QUEENS COLLEGE

The Ethiopian TVET-System

Human Resource Supervision
Level - IV
Learning Guide
Unit of Competence: Manage and Maintain Small/Medium Business
Operations

Module Title: Manage and Maintain Small/Medium Business Operations

LG Code: EIS HRS4 17 0812

TTLM Code: EIS HRS4 M17 0812

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Occupational Standard: Customer Contact Level IV

Unit Title Manage and Maintain Small/Medium Business Operations

Unit Code EIS CSC4 17 0812

Unit Descriptor This unit covers the operation of day-to-day business activities in a
micro or small business. The strategies involve developing, monitoring
and managing work activities and financial information, developing
effective work habits, and adjusting work schedules as needed.

Elements Performance Criteria

1. Identify daily 1.1 Work requirements are identified for a given time period by
work taking into consideration resources and constraints
requirements
1.2 Work activities are prioritized based on business needs,
requirements and deadlines
1.3 If appropriate, work is allocated to relevant staff or contractors to
optimize efficiency

2. Monitor and 2.1 People, resources and/or equipment are coordinated to provide
manage work optimum results
2.2 Staff, clients and/or contractors are communicated within a clear
and regular manner, to monitor work in relation to business
goals or timelines
2.3 Problem solving techniques are applied to work situations to
overcome difficulties and achieve positive outcomes

3. Develop 3.1 Work and personal priorities are identified and a balance is
effective work achieved between competing priorities using appropriate time
habits management strategies
3.2 Input from internal and external sources is sought and used to
develop and refine new ideas and approaches
3.3 Business or inquiries is/are responded to promptly and effectively
3.4 Information is presented in a format appropriate to the industry
and audience
4. Interpret 4.1 Relevant documents and reports are identified
financial
information 4.2 Documents and reports are read and understood and any
implications discussed with appropriate persons
4.3 Data and numerical calculations are analyzed, checked,
evaluated, organized and reconciled

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4.4 Daily financial records and cash flow are maintained correctly and
in accordance with legal and accounting requirements
4.5 Invoices and payments are prepared and distributed in a timely
manner and in accordance with legal requirements
4.6 Outstanding accounts are collected or followed-up on
5. Evaluate work 5.1 Opportunities for improvements are monitored according to
performance business demands
5.2 Work schedules are adjusted to incorporate necessary
modifications to existing work and routines or changing needs
and requirements
5.3 Proposed changes are clearly communicated and recorded to aid
in future planning and evaluation
5.4 Relevant codes of practice are used to guide an ethical approach
to workplace practices and decisions

Variable Range

Resources May include but is not limited to:

 staff
 money
 time
 equipment
 space
Business goals May include but is not limited to:

 sales targets
 budgetary targets
 team and individual goals
 production targets
 reporting deadlines
Problem solving May include but is not limited to:
techniques
 gaining additional research and information to make better informed
decisions
 looking for patterns
 considering related problems or those from the past and how they
were handled
 eliminating possibilities
 identifying and attempting sub-tasks
 collaborating and asking for advice or help from additional sources
Time management May include but is not limited to:

 prioritizing and anticipating

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strategies  short term and long term planning and scheduling

 creating a positive and organized work environment
 clear timelines and goal setting that is regularly reviewed and
adjusted as necessary
 breaking large tasks into smaller tasks
 getting additional support if identified and necessary
Internal and May include but is not limited to:
external sources
 staff and colleagues
 management, supervisors, advisors or head office
 relevant professionals such as lawyers, accountants, management
consultants
 professional associations

Evidence Guide

Critical Aspects of A person must be able to demonstrate:

Competence
 ability to identify daily work requirements and allocate work
appropriately
 ability to interpret financial documents in accordance with legal
requirements
Underpinning Demonstrate knowledge of:
Knowledge and
Attitudes  Federal and Local Government legislative requirements affecting
business operations, especially in regard to occupational health
and safety (OHS), equal employment opportunity, industrial
relations and anti-discrimination
 technical or specialist skills relevant to the business operation
 relevant industry code of practice
 planning techniques to establish realistic timelines and priorities
 identification of relevant performance measures
 quality assurance principles and methods
 relevant marketing, management, sales and financial concepts
 methods for monitoring performance and implementing
improvements
 structured approaches to problem solving, idea management and
time management
Underpinning Demonstrate skills to:
Skills
 interpret legal requirements, company policies and procedures and
immediate, day-to-day demands
 communicate using questioning, clarifying, reporting, and giving
and receiving constructive feedback
 numeracy skills for performance information, setting targets and
interpreting financial documents and reports
 technical and analytical skills to interpret business document,
reports and financial statements and projections

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 relate to people from a range of social, cultural and ethnic

backgrounds and physical and mental abilities
 solve problem and develop contingency plans
 using computers and software packages to record and manage
data and to produce reports
 evaluate using assessment work and outcomes
 observe for identifying appropriate people, resources and to
monitor work
Resource Access is required to real or appropriately simulated situations,
Implications including work areas, materials and equipment, and to information on
workplace practices and OHS practices.

Methods of Competence may be assessed through:

Assessment
 Interview / Written Test
 Observation / Demonstration with Oral Questioning
Context of Competence may be assessed in the work place or in a simulated
Assessment work place setting.

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LO-1 Identify daily work requirements

Module Objective
This module aims to develop the learner’s knowledge, attitudes and skills required in the
operation of day-to-day business activities in a micro or small business. The strategies involve
developing, monitoring and managing work activities and financial information, developing
effective work habits, and adjusting work schedules as needed.

4.1 DEVELOPING AND IMPLEMENTING MONITORING PROCESS

Objective of the Lesson

Upon completion of this lesson, you should be able to:
 Get an overview that equips you to better facilitate the monitoring and evaluation
process.
 Share tools & techniques that help you conduct monitoring and evaluation of
organizational and individual performance.

4.1.1 What is Monitoring?

Monitoring is the systematic collection and analysis of information as a project progresses. In
other words, monitoring is an ongoing process which helps us to understand how we are using
our resources within the action plan and what we are immediately getting out of it. It is aimed at
improving the efficiency and effectiveness of a project or organization. It is based on targets set
and activities planned during the planning phases of work. It helps to keep the work on track, and
can let management know when things are going wrong. If done properly, it is an invaluable tool
for good management, and it provides a useful base for evaluation.

It enables you to determine whether the resources you have available are sufficient and are being
well used, whether the capacity you have is sufficient and appropriate, and whether you are
doing what you planned to do. To monitor the implementation of the action plan we need the set
of outspoken monitoring indicators, which will help us to measure the gradual progress of the
strategy implementation. Indicators are measurable variables or characteristics or tangible signs

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that something has been done or that something has been achieved. Indicators can be both
quantitative and qualitative variables. Indicators should be: SMART.

In Summary Monitoring:
• on-going process
• more or less a routine or continuous/day-to-day
• quite structured
• movement towards the objective or away from it
• focuses on inputs and outputs
• means of checking on progress
• alerts managers to problems
• tool for improvement/internal management activity to ensure that
project/program implementations, and ongoing operation, are on track.

4.1.2 What is Evaluation?

Evaluation is the comparison of actual project impacts against the agreed strategic plans. It looks
at what you set out to do, at what you have accomplished, and how you accomplished it. It can
be formative (taking place during the life of a project or organization, with the intention of
improving the strategy or way of functioning of the project or organization). It can also be
summative (drawing learning’s from a completed project or an organization that is no longer
functioning).

In Summary Evaluation:
 periodic
 in-depth analysis of achievements
 provides managers with strategy and policy options
 provides feedback for analysis of impacts, outcomes, results of activities

Evaluation is an internal or external activity to assess whether a project or program is achieving

its intended objectives.

1.1.3 What is Monitoring & Evaluation?

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• Focuses on on-going feedback

• Timing of activities & method for data gathering
• Important at all levels for palliative care for all organizations
• necessary management tool to inform decision- making and demonstrate accountability
What monitoring and evaluation have in common is that they are geared towards learning from
what you are doing and how you are doing it, by focusing on:
 Efficiency
 Effectiveness
 Impact

4.1.4 Steps of Monitoring & Evaluation

Figure: Process of Monitoring & Evaluation

M&E is important to recognize that monitoring and evaluation are not magic wands that can be
waved to make problems disappear, or to cure them, or to amazingly make changes without a lot
of hard work being put in by the project or organization. In themselves, they are not a solution,
but they are valuable tools. Monitoring and evaluation can:

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 Help you identify problems and their causes;

 Suggest possible solutions to problems;
 Raise questions about assumptions and strategy;
 Push you to reflect on where you are going and how you are getting there;
 Provide you with information and insight;
 Encourage you to act on the information and insight;
 Increase the likelihood that you will make a positive development difference

4.1.5 Why do Monitoring & Evaluation?

An effective M&E provides the ability to:
Assess to what extent the objectives of the project are fulfilled;
Evaluate how effectively change is promoted;
Equip managers with a tool for timely information on the progress of activities;
Identify problems in planning and/or implementation;
Make adjustments so that you are more likely to “make a difference”.

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